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MESA COMMUNITY COLLEGE - STRATEGIC ENROLLMENT MANAGEMENT (SEM) PLANSEM DEFINITIONStrategic Enrollment Management (SEM) represents a college wide collaborative effort, guided by the collegemission, vision and strategic priorities, to achieve our goals for student recruitment, persistence, transfer andgraduation rates at MCC.SEM GUIDING PRINCIPLES Focus on students and communityEncourage innovationPromote cross-divisionalityExhibit fiscal responsibilityAdvance long term viabilitySEM TASK FORCE CHARGE1.2.3.4.Develop SEM Goals and identify college benchmarks in coordination with ORP/IIa. Align SEM plan with existing strategic priorities and goalsb. Align SEM plan with district wide priorities and goalsc. Align SEM plan with college budget priorities and Academic master planDevelop SEM system-wide/integrated strategies that factor impact of fiscal resources, technology andhuman resources for long-term sustainability (i.e., Recruiting and Outreach, Retention, CourseManagement)Develop SEM process that avoids duplication of resources and worka. Align and/or combined SEM committee with existing college committeesb. Align SEM committee work with district wide initiativesc. Align SEM process with college strategic planning scheduleDevelop SEM informed improvement and institutional effectiveness process to track SEM work,institutional performance for system-wide improvementsSEM IMPLMENTATION AND OPERATIONS TEAM (SEMIOT) GOALS Establish SEM advisory team comprised of community member, student member, District Office and amember from Mesa Public Schools.SEM processes and progress are transparent.Faculty and staff understand SEM goals and are involved in SEM activities.Develop communications for faculty and staff to support their roles in the SEM process linked to collegestrategic, operational planning.Develop methods for all SEM task owners to effectively collaborate and communicate progress andoutcomes.SEM leverages informed improvement process to track goal progress and remain current.1 P a g e

SEM PLAN STRUCTUREThe SEM Plan contains four broad Goals:1.2.3.4.The SEM Plan will support the Academic Master Plan (AMP).Outreach, recruitment and marketing efforts support college enrollment and FTSE goals.Meet or exceed college enrollment and FTSE goals by increasing student success, retention, persistenceand completion.Increase student satisfaction and engagement across all support services and academic affairs to meet orexceed comparable national cohort scores.Each SEM Goal is supported by high-level objectives and strategies, and bracketed information after Objectives orStrategies indicates proposed task owners, like [SEM Task Force]. Finally, the end of each Goal section lists GoalAlignments and Connections with district and MCC plans and initiatives, SEM Focus Areas and College Impacts (HR,Fiscal and IT). Currently, all impacts for HR, Fiscal and IT are to be determined, as individual task owners will needto assess these impacts at the Strategy or Objective level.The five SEM focus areas, illustrated in the graphic below, represent key phases in the student life cycle(Recruitment and Outreach, Matriculation and Enrollment, Academic Progress, Goal Attainment and PostCompletion):Strategic Enrollment Management Visualization of SEM Focus AreasMatriculationand EnrollmentRecruitment cial AidPlacement TestingAcademicProgressDevelopmental Ed.College-level EducationCourse ManagementeLearningRetentionPersistenceContinued AdvisingWorkforcePostCompletionGoal AttainmentAward norsCommunityInvolvementContinuing Ed.RetrainingCareer-ReentryStop Out and Drop Out Recovery / Retention/ Persistence ProgrammingMCC Vision, Mission, ValuesAcademic Master PlanFacilities / Learning Spaces / Technology / Human ResourcesStudent Life / Student Experience / Student Connections / Community EngagementSEM NEXT STEPSThis document will be vetted by individuals representing SEM Special Interests Advisory Team: K-12, District Officeand the community. Once vetted and altered accordingly, the SEM Taskforce will recommend individuals to formthe SEM Implementation and Operations Team (SEMIOT). The SEMIOT will identify more specific task owners forSEM Goals, Objectives and Strategies and work with task owners to develop implementation timelines and successmetrics. In addition, SEM will be linked to the department planning process as well as other crucial planning withinand throughout the college.2 P a g e

Goal 1: SEM Plan will support the Academic Master Plan (AMP) .Objective 1.1: Ensure SEM Goals, Objectives and Strategies support, align and integrate with AMP.Strategy 1.1: Create a SEM Implementations and Operations Team (SEMIOT). [SEM Task Force]Strategy 1.2: Once AMP is complete, create an AMP-SEM working team to integrate and align SEMplan with AMP. [SEMIOT; AMP committee]Goal 1 Alignments and ConnectionsDistrict Core Planning Areas: Access to Learning, Pathways to Student Success, Effective Learning and Teaching,Organizational IntegrityOther District Initiatives: NAMCC Strategic Priorities: Student Success, E-Learning, Workforce DevelopmentAMP Learning Priorities: TBDMCC SEM Focus Area: AllCollege ImpactsHR Impact: TBD by task ownersFiscal Impact: TBD by task ownersIT Impact: TBD by task owners3 P a g e

Goal 2: Outreach, recruitment and marketing efforts support college enrollment and FTSEgoals 1.2Objective 2.1a: Yield 30% conversion rate from admissions to enrollment among key market segments .[Outreach and Enrollment Development]Objective 2.1b: Market penetration meets or exceeds NCCCBP median. [Outreach and Enrollment Development;Institutional Advancement]Objective 2.1c: Recruitment, outreach and marketing efforts support college enrollment and FTSE goals.[Outreach and Enrollment Development; VPSA; Institutional Advancement]Strategy 2.1.1: Align efforts with comprehensive, integrated and measurable marketing, recruitmentand outreach plan, as well as district IMOR2 and One Maricopa initiatives.Strategy 2.1.2: Assess and identify market segments (both local and online) yielding high rate ofreturn (e.g. number enrolled).Strategy 2.1.3: Identify and pursue market segments that yield students with high levels ofenrollment intensity (i.e. populations more likely to attend college full-time).Strategy 2.1.4: Optimize use of technology and electronic resources in recruitment, outreach andmarketing activities.Strategy 2.1.5: Leverage college programs and services with economic and workforce trends andcommunity engagement.Strategy 2.1.6: The MCC brand will remain competitive in the face of increased market competition.Strategy 2.1.7: Recruitment, outreach and marketing support a diverse student body and expandaccess.Objective 2.2: Achieve goals for Mesa Counts on College (MCOC) initiative. [Outreach and EnrollmentDevelopment; VPSA]Strategy 2.2.1: Incorporate objectives and goals from MCOC with SEM plan.Strategy 2.2.2: Continue partnerships and initiatives established by MCOC now that the grant hasterminated.Strategy 2.2.3: Strengthen partnerships with and outreach to middle and high schools.Goal 2 Alignments and ConnectionsDistrict Core Planning Areas: Access to Learning, Pathways to Student SuccessOther District Initiatives: IMOR2, One MaricopaMCC Strategic Priorities: Student Success, E-Learning, Workforce DevelopmentAMP Learning Priorities: TBDMCC SEM Focus Area: Outreach/Recruitment, Matriculation and Enrollment, Post CompletionCollege ImpactsHR Impact: TBD by task ownersFiscal Impact: TBD by task ownersIT Impact: TBD by task owners12College enrollment and FTSE goals to be determined and monitored by college leadership.30% Yield Objective set by Dean Community Outreach and Development4 P a g e

Goal 3: Meet or exceed college enrollment and FTSE goals 3 by increasing student success,retention, persistence and completion.Objective 3.1: Increase retention, persistence and subsequent college-level success rates among developmentaleducation students; rates will meet or exceed NCCBP median.Strategy 3.1.1: Use informed improvement process to assess indicators of developmental studentsuccess and failure and develop a plan to increase developmental student success and persistence(including traditional developmental students as well as ESL students). [Dev. Ed. Committee; FSS;ENG/RDG/MAT Department Chairs; VPAA]Strategy 3.1.2: Provide and support professional development opportunities for faculty to explorebest practices regarding pedagogy and student retention and persistence. [Dev. Ed. Committee;ENG/RDG/MAT Department Chairs; VPAA]Strategy 3.1.3: Ensure placement testing accuracy. [Testing Services; Dev. Ed. Committee;ENG/RDG/MAT Department Chairs; VPAA]Strategy 3.1.4: Identify and implement new methods to increase the speed students are able tocomplete their developmental education sequences. [Dev. Ed. Committee; FSS; ENG/RDG/MATDepartment Chairs; VPAA]Strategy 3.1.5: Expand student-to-student and employee-to-student mentoring programs and earlyalert programs. [Connect 4 Success; FSS; Dean Student Retention]Objective 3.2: Increase course success and retention rates to meet or exceed NCCBP median.Strategy 3.2.1: Provide and support professional development opportunities for faculty to explorebest practices regarding pedagogy and students retention and persistence. [Department Chairs; CTL;Deans of Instruction; VPAA]Strategy 3.2.2: Develop a plan to increase eLearning course success and retention rates to meet orexceed the rates of face-to-face courses. [Dean Innovative Learning; eLearning Committee]Strategy 3.2.3: Increase student awareness and track use of Academic Support Services (e.g. LearningEnhancement Center, Academic Skills Center, Writing Lab, and so on) to increase student success andretention. [Department Chairs; Deans of Instruction; VPAA; Dean Student Retention]Strategy 3.2.4: Using informed improvement process, identify interventions to increase retention andpersistence of diverse student groups to increase overall course success. [Department Chairs; Deansof Instruction; VPAA; Dean Student Retention; ORP]Objective 3.3: Increase student enrollment intensity (i.e. students enrolling in more credit hours), as measuredby average credit hours attempted and increases in higher academic loads (e.g. full-time, three-quarter time,half-time).Strategy 3.3.1: Develop and implement robust enrollment counseling process and programming topromote and support increased enrollment intensity, including items such as financial aid literacy,early and continued academic advising (establish individual learning plans early in student career andcontinuous recommendations for course sequences), career exploration, and so on. [Advising;Financial Aid; Dean Enrollment Services; VPSA]3College enrollment and FTSE goals to be determined and monitored by college leadership.5 P a g e